HomeMy WebLinkAbout2012 03-03 CCM Planning Session with Facilitator Donald Salverda & Associates
Roseville Professional Center• Suite 620 2233 N. Hamline Avenue Roseville, MN 55113(651)484-1335
THE CITY OF BROOKLYN CENTER
COUNCIL AND DEPARTMENT HEADS
2012 LEADERSHIP - PLANNING -
TEAM BUILDING RETREAT
EXECUTIVE S UMMA R Y
THE CITY OF BROOKLYN CENTER
COUNCIL AND DEPARTMENT HEADS
2012 LEADERSHIP — PLANNING — TEAM BUILDING RETREAT
TABLE OF CONTENTS
Page
IINTRODUCTION .............................................................................. 1
II INTRODUCTORY REMARKS ............................................................. 2
III COMMUNICATION ENHANCEMENT ................................................... 3
IV REVIEW OF PROGRESS.................................................................... 3
V LEADERS AND MANAGERS ARE BEING CHALLENGED ......................... 4
VI THE CITY'S MISSION AND VALUES STATEMENTS................................ 4
VII CHANGES AND EXTERNAL FORCES THAT ARE EXPECTED
TO IMPACT THE CITY ........................................................................ 4
VIII ISSUES AND OPPORTUNITIES FACING THE CITY ..... ............................ 4
IX THE CITY'S ONGOING AND STRATEGIC GOALS (PROPOSED)................. 5
X THE DESIRED OUTCOMES FOR EACH OF THE CITY'S GOALS................. 5
XI THE SUCCESS TARGETS FOR EACH OF THE CITY'S GOALS
AND DESIRED OUTCOMES.................................................................. 5
XII ACTION PLANS TO ACHIEVE THE GOALS AND DESIRED OUTCOMES...... 5
XIII WORKING AS A TEAM—UNDERSTANDING WORK BEHAVIOR STYLES....... 5
XIV ROLES AND RESPONSIBILITIES ............................................................ 6
XV EXPECTATIONS AND CONTRIBUTIONS................................................... 6
XVI ORGANIZATIONAL CLIMATE QUESTIONNAIRE........................................ 6
XVII CLOSING REMARKS ................................................................... ........ 6
XVIII EVALUATION OF THE RETREAT AND PARTICIPANT COMMENTS.............. 7
XIX RECOMMENDED FOLLOW-UP ACTIONS .................................................. 7
ATTACHMENTS .................................................................................... 8-37
THE CITY OF BROOKLYN CENTER
COUNCIL AND DEPARTMENT HEADS
2012 LEADERSHIP - PLANNING - TEAM BUILDING RETREAT
INTRODUCTION
The council members, city manager, and department heads of the City of
Brooklyn Center held a Leadership — Planning — Team Building Retreat on March
3, 2012. The retreat was held at the Earle Brown Conference Center in Brooklyn
Center. The retreat facilitator was Don Salverda, President of Donald Salverda
and Associates of Roseville, Minnesota.
Participants at the retreat were:
Tim Willson Mayor
Kay Lasman Council Member
Dan Ryan Council Member
Carol Kleven Council Member
Lin Myszkowski Council Member
Curt Boganey City Manager
Vickie Schleuning Assistant City Manager &
Director of Buildings &
Community Standards
Gary Eitel Director of Business
and Development
Lee Gatlin Fire Chief
Kevin Benner Police Chief
Dan Jordet Finance Director
Jim Glasoe Director of Community Activities
and Recreation Services
Steve Lillehaug Public Works Director and City Engineer
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The primary objectives of the retreat were:
1} To provide an opportunity to become better acquainted with the new
council member integrating her onto the city's leadership team
2) To build on previous retreats
3) To review progress being made by the city on previously established
ongoing and strategic goals, and success targets
4) To discuss changes and forces that are likely to impact the city
5) To develop updated consensus on issues and opportunities facing the city
(1 — 3 year perspective)
6) To develop an updated goals program for the city (1 — 3 year perspective)
7) To review the roles, responsibilities and expectations of the city's
leadership team
8) To enhance communication, working relationships, and develop renewed
team spirit among participants
9) To discuss ways that the council and staff can improve their overall
effectiveness
10) To be both educational and enjoyable
This report summarizes the results of the retreat and includes recommendations
for follow-up actions to be taken.
II INTRODUCTORY REMARKS
Mayor Tim Willson welcomed participants to the retreat. He said that past retreats
have gone well. He said the city is moving in the right direction and has a good
track record of improvements and redevelopment. He acknowledged the good job
that the staff is doing and the positive morale at City Hall. He welcomed the city's
newest council member, Lin Myszkowski, to the retreat.
City Manager Curt Boganey also welcomed participants to the retreat. He also
said that previous retreats have gone well and provide the staff with direction from
the council. The council and staff need to be on 'the same page.' He stressed the
importance of having positive working relationships. He then introduced the
retreat facilitator, Don Salverda.
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III COMMUNICATION ENHANCEMENT
After introductory remarks were made, the facilitator indicated that one of the
objectives of the retreat was to integrate the new council member, Lin
Myszkowski, onto the leadership team. He said that effective teams have three
things in common: goals, clarified roles and responsibilities, and positive working
relationships built on communication and trust. He also said that effective teams
normally progress through four stages: forming, storming, norminq and
performing. The first activity began the communication process by providing the
participants the opportunity to share backgrounds, perspectives on the greatest
challenges facing the city and expectations for the retreat.
The group discussions, refreshment breaks, and luncheon provided additional
opportunities to further enhance communication.
See Attachment A for the
Greatest Challenges Facing the City
and Expectations for the Retreat
IV REVIEW OF PROGRESS
The next activity focused on a Review of Progress being made during the last
year. It was agreed that considerable progress has been made in a
number of areas. Participants listed numerous successes, discussed problems
that have been encountered and lessons that have been learned. Participants
agreed that despite the numerous successes, there is room for improvement.
See attachment B-1 for the
Review of Progress being made
Participants also discussed four questions pertaining to the city:
Q, What's working well?
Q2 What's not working well?
Q3 What's the city not doing that it should be doing?
Qa What's the city currently doing that it should not be doing?
See attachment B-2 for the
Responses to the Questions
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V LEADERS AND MANAGERS ARE BEING CHALLENGED
The facilitator provided information on leadership, pointing out that leaders and
managers at all levels of organizations in both the public and private sectors are
being challenged as never before. In the public sector, government officials and
professional staff are faced with the dilemma of meeting increasing service needs
with limited funding capability. It was pointed out that in year 2012 and beyond
increased emphasis is being placed on individual leadership and leadership
development within organizations.
VI THE CITY'S MISSION AND VALUES STATEMENTS
The Mission Statement is a statement that describes the organizations overall
purpose and reason for existing. Participants reviewed the City's Mission
Statement and offered a minor revision.
The Values Statement defines the core values that guide the day-to day activities
of the City's personnel. Participants reviewed the City's Values Statement and
offered a minor revision.
See Attachment C for the City's
Mission and Values Statements
And Proposed Revisions
VII CHANGES AND EXTERNAL FORCES THAT ARE EXPECTED TO IMPACT
THE CITY
Participants discussed changes and external forces that are expected to impact
the city in the next five years.
See Attachment D for the Listing of Changes
and External Forces That Are Expected to Impact the City
VIII ISSUES AND OPPORTUNITIES FACING THE CITY
Participants identified a number of issues and opportunities facing the city. The
list provides a fresh update and consensus on issues to be addressed by the city.
See Attachment E for the Listing of
Issues and Opportunities Facing the City
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IX THE CITY'S ONGOING AND STRATEGIC GOALS (PROPOSED)
The identified issues and opportunities were then converted into a "Proposed
Goals Program." The goals program includes five ongoing and eight strategic (1-
3 year) goals.
The proposed goals program updates the goals program adopted in 2011.
See Attachment F for the
Proposed Goals Program
X THE DESIRED OUTCOMES FOR EACH OF THE CITY'S GOALS
City Manager Curt Boganey reviewed the desired outcomes and success targets
for the 2011 goals. The staff, under the guidance of the city manager, will develop
updated desired outcomes for each of the city's 2012 goals and present the
proposed outcomes to the council.
XI THE SUCCESS TARGETS FOR EACH OF THE CITY'S GOALS AND DESIRED
OUTCOMES
The staff, under the guidance of the city manager, will develop updated success
targets for each of the city's 2012 goals and desired outcomes and present the
updated success targets to the council.
XII ACTION PLANS TO ACHIEVE THE GOALS AND DESIRED OUTCOMES
The final piece of the City's updated strategic plan is the development of action
plans to achieve the goals and desired outcomes. These action plans will align
and guide the City's work force in meaningful activities leading toward goal and
desired outcome achievement. These action plans will be developed by the staff
under the guidance of the city manager.
XIII WORKING AS A TEAM — UNDERSTANDING WORK BEHAVIOR STYLES
Much of effective leadership and team success is understanding and working with
various personalities and behavior styles. By identifying behavior styles and
understanding the differences in styles, hopefully increased communication,
harmony, teamwork and productivity will result. Participants briefly reviewed the
work behavior styles of the leadership team.
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XIV ROLES AND RESPONSIBILITIES
Participants reviewed the roles and major responsibilities of the city council,
council members, the mayor, the city manager, department heads, city
employees, and citizens. Participants developed listings of major responsibilities
for the commissions, commission members, and commission chairs.
See Attachment G for the Listings
of Major Roles and Responsibilities
XV EXPECTATIONS AND CONTRIBUTIONS
Participants next discussed expectations that the council has of staff and the staff
has of the council. Participants also discussed contributions that the council and
staff bring to the city's leadership team.
See Attachment H for the
Listings of Expectations and Contributions
XVI ORGANIZATIONAL CLIMATE QUESTIONNAIRE
Participants each filled out an organizational climate questionnaire indicating their
perceptions as to where the city is "currently at" and where it "ought to be" in
seven dimensions. Participants indicated there continues to be room for
improvement.
See Attachment I for the
Summary of the Organizational
Climate Questionnaire
XVII CLOSING REMARKS
The retreat concluded with the facilitator challenging the participants to make a
positive impact in their leadership roles. He pointed out the interdependency of
the council and staff and the need to be mission and goal directed and the
importance of positive attitudes. He also said "we're all a work in progress."
Mayor Tim Willson and City Manager Curt Boganey closed the session by
thanking everyone for participating. They said it was a very productive day. Both
expressed their satisfaction with the teamwork of the council and staff and the
direction the city is headed. Curt Boganey said that the current council and
department head group is the best leadership team he has worked with in over
thirty years of public sector leadership.
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XVIII EVALUATION OF THE RETREAT
The retreat was well received by participants with an overall rating of 4.4 on a
scale of 1 = low and 5 = high.
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See Attachment J for the
Evaluation of the Retreat
and Participants Comments
XIX RECOMMENDED FOLLOW-UP ACTIONS
It was agreed that considerable progress was made at the retreat and that follow-
up actions are needed.
A recommended sequence of actions are:
1) The participants review the Executive Summary of the retreat
2) The city council discusses and updates the city's mission and values
statements
3) The city manager fine tunes the goals program and oversees the
development of desired outcomes and success targets for city council
consideration
4) The city council approves and formally adopts the finalized goals program
5) Action plans be developed for each goal and desired outcome under the
guidance of the city manager
6) The city council and city manager monitor progress on achievement of
the goals during the year
7) A follow-up retreat be scheduled in one year to evaluate progress and
update the goals and desired outcomes
Executive Summary Written by the Retreat Facilitator
Don Salverda
Donald Salverda & Associates
Roseville Professional Center, Suite 620
2233 North Hamline
Roseville, MN 55113
(651) 484-1335
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Attachment A
GREATEST CHALLENGES FACING THE CITY
1 — 3 YEARS
1) "The city's image —for some people"
2) "The engagement of the community"
3) "Jobs, the economy, and housing"
4) "Providing a safe community"
5) "Ongoing funding"
6) "Having adequate human and financial resources"
7) "Defining the city's success"
8) "The engagement of the city's youth"
9) "Determining community needs"
10) "Attracting new businesses"
11) "The quality of education of our residents"
Note: The comments made on pages 8-14 were offered individually by participants at
the session. The comments were for discussion purposes and ultimately for the
development of the city's goals. The group did not adopt these statements or
officially support them as a unified statement of the city.
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Attachment A
Continued
GREATEST CHALLENGES FACING THE CITY
LONG TERM
1) "Jobs, the economy, and housing"
2) "The city's redevelopment"
3) "Building the community — including the school district"
4) "Deploying the city's financial and human resources"
5) "Funding for services provided"
6) "The city's demographics"
7) "The city's housing"
8) "The city's economic development"
9) "Serving the city's diverse and underprivileged population"
10) "Reinventing the city's identity"
11) "Flexibility"
12) "The city's homelessness"
13) "The city's image with residents and those outside of the city"
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Attachment A
(continued)
RETREAT EXPECTATIONS
1) "Direction and consensus"
2) "Teambuilding"
3) "To better understand each other's roles, responsibilities, and actions"
4) "Honest communication"
5) "To re-energize"
6) "To get feedback from others"
7) "The continued development of relationships"
8) "To improve relationships and trust"
9) "To listen, participate, and learn"
10) "Long term vision and thinking"
11) "To rethink, reset, and restructure"
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Attachment B-1
REVIEW OF PROGRESS
BEING MADE BY THE CITY
The Successes
1) "The completion of the FBI building"
2) "Adapting to the loss of LGA (Local Government Aid)"
3) "Improvements in the city's housing programs"
4) "Development of Shingle Creek Crossing"
5) "A decrease in violent crime"
6) "An improved image of the city"
7) "Increased collaboration with other jurisdictions"
8) "The support of the council to staff'
9) "Staffs follow through on implementing various programs"
10) "The addressing of the city's rental properties"
11) "Various street projects"
12) "The city's centennial celebration activities"
13) "The NW Family Center"
14) "The city's Youth Council"
15) "The redevelopment of the Rudy Luther Auto site"
16) "Improvements at Three Rivers Park"
17) "Technology improvements"
18) "Improvements at the Gateway Commons"
19) "The EBHC"
20) "Using proper tools"
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Attachment B-1
(continued)
The Problems Encountered
1) "Truancy in the schools"
2) "The bus hub"
3) "A lack of funding"
4) "Too much negative information that is counter productive and affects the
perceptions people have"
5) "The state legislative"
6) "The aging and styles of the city's housing"
7) "Foreclosures"
8) "The code violations and crime at Twin Lake Manor"
9) "Domestic violence"
10) "The poverty of many of the city's residents"
The Lessons Learned
1) "Focus yields results"
2) "Knowing and using the right tools brings positive results"
3) "The importance of adaptability"
4) "The city needs to have the ability to be flexible and to adapt"
5) "The city can set a high vision and achieve it— an example being the FBI
building"
6) "Multi disciplinary involvement is key to getting positive results"
7) "It takes time to learn about the positiveness, potential, and complexity of a
diverse community"
8) "The city's resiliency has provided positive `bounce back"'
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Attachment B-2
THE CITY OF BROOKLYN CENTER
MARCH 2012
Q, What's working well with the city?
1) "The council and staff work well as a team"
2) "The council's setting and adhering to the city's goals"
3) "The council, staff and city are innovators"
4) "The council meetings are well run and positive"
5) "The collaboration between the city departments"
6) "The city's planning"
7) "The city staff is efficient and flexible"
8) "The city's CIP (Capital Improvement Program) planning and funding"
9) "The identification of problems and taking action to solve the problems"
10) "There is increasing citizen support"
11) "The many improved developments in the city"
12) "The city's rental ordinance implementation"
13) "There is consistent policy enforcement at the council"
Q2 What's not working well with the city?
1) "The inclusion and engagement of all elements and segments of the
community"
2) "Developing additional revenue streams"
3) "The improvement of the city's image is not improving fast enough"
4) "Delays in finishing projects — projects being prioritized by staff"
5) "Dealing with non-taxable properties"
6) "The bus system"
7) "Developing new soccer fields"
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Attachment B-2
continued
03 What's the city not doing that it should be doing?
1) "Engaging the total community"
2) "Engaging greater diversity in the affairs of the city"
3) "Implementing the 'Brooklyn Bridge Alliance' with the schools"
4) "Increasing collaboration efforts to make educational improvements"
5) "Developing additional youth oriented programs and services"
6) "Meeting the recreational needs of the city's low income youth"
04 What's the city currently, doing that it should not be doing?
1) "Providing services that the business community might provide:
Example — providing security at the bus stops
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Attachment C
PROPOSED REVISED CITY
MISSION STATEMENT
"The mission of the
City of Brooklyn Center
is to ensure
an attractive, clean, safe
inclusive community that
enhances the quality of life
for all people and
preserves the public trust "
*Added words to existing Mission Statement
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Attachment C
(Continued)
PROPOSED REVISED
CITY VALUES STATEMENT
1) Excellence and Quality Service Delivery
We believe that service to the public is our reason for being and strive to deliver
quality services in a highly professional and cost-effective manner.
2) Ethics and Integrity
We believe that ethics and integrity are foundation blocks of public trust and
confidence and that all meaningful relationships are built on these values.
3) Visionary Leadership and Planning
We believe that the very essence of leadership is to be visionary and to plan for
the future.
4) Fiscal Responsibility
We believe that fiscal responsibility and prudent stewardship of public funds is
essential for citizen confidence in government.
5) Cooperation and Teamwork
We believe that the public is best served when departments and employees work
cooperatively as a team rather than at cross purposes.
6) Open and Honest Communication
We believe that open and honest communication is essential for an informed and
involved citizenry and to foster a positive working environment for employees.
7) Professionalism
We believe that a commitment to ethical values and continuous improvement is
the mark of professionalism. We are committed to applying this principle to the
services we offer and to the development of our employees.
*8) Inclusion
We believe that each person has equal and intrinsic value and that the best
decisions are made when diverse viewpoints are respected.
*Proposed added Tenet
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Attachment D
CHANGES AND FORCES EXPECTED
TO IMPACT THE CITY
IN THE NEXT FIVE YEARS
MOST SIGNIFICANT
1) Increased redevelopment and the development of Shingle Creek Crossing
2) Continuing demographic changes that include an aging population and increased
ethnic diversity
3) An improved economy
4) The impact of the state's budget crisis
5) The impact of the school districts (Brooklyn Center and neighboring districts)
6) A continued decline in the city's crime rate
7) Increased aging of numbers of multi-housing rental properties that are becoming
functionally obsolete
8) Growth and changes in the city's commercial businesses
9) The volatility of energy costs and gasoline prices
10) Continuing housing foreclosures
SIGNIFICANT
11) An increasing focus on partnerships and collaborations
12) The improvement of Brooklyn Boulevard
13) Future elections and staff changes
14) Increasing health care costs and other employee benefits
15) Any new unfunded mandates
16) Increasing numbers of environment related concerns
17) Increasing traffic in the city due to improvements in Highway 252 and completion
of Highway 610
18) Increasing focus on water related issues
19) An increasing commercial sk line
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Attachment E
ISSUES AND OPPORTUNITIES
FACING THE CITY
(EXPRESSED AS NEEDS)
ONGOING
1) The need to continue to provide streamlined, cost effective, quality services with
limited resources
2) The need to ensure the city's financial stability (while adapting to economic
changes)
3) The need to move toward maintaining or lowering the level of the city's property
taxes
4) The need to ensure the city's influence at the legislature
5) The need to ensure the city's drinking water is high quality and that storm water is
properly managed
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Attachment E
(Continued)
ISSUES AND OPPORTUNITIES
FACING THE CITY
(EXPRESSED AS NEEDS)
STRATEGIC 1-3 YEARS
HIGHEST PRIORITY
#Votes
Council&Staff
Top Four
5 + 7 1) The need to aggressively proceed with the implementation of
the city's redevelopment plans
4 + 8 2) The need to stabilize and improve the city's residential
neighborhoods
• To include aging multi-housing and rental properties
4 + 7 3) The need to ensure a safe & secure community
3 + 4 4) The need to improve the city's image
3 + 4 5) The need to value and benefit from the community's demographic
makeup and cultural diversity
HIGH PRIORITY
0 + 6 6) The need to increase the engagement of all segments of the
community
0 + 0 7) The need to maintain and upgrade the city's infrastructure
0 + 0 8) The need to address the city's environmental sustainability l
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Attachment F
THE CITY'S PROPOSED GOALS PROGRAM
2012
Ongoing Goals
GOAL #1 To provide streamlined, cost effective, quality services with limited
resources
GOAL #2 To ensure the financial stability of the City
GOAL #3 To move toward maintaining or lowering the level of the City's
property taxes
GOAL #4 To ensure the city's influence at the legislature
GOAL #5 To ensure the City drinking water is high ug ality and that the storm
water is properly managed
Strategic Goals
HIGHEST PRIORITY
GOAL #1 To aggressively proceed with Implementation of City's
redevelopment plans
GOAL #2 To stabilize and improve the city's residential neighborhoods
GOAL #3 To ensure a safe and secure community
GOAL #4 To improve the city's image
GOAL #5 To value and benefit from the community's demographic makeup
and cultural diversity
HIGH PRIORITY
GOAL #6 To increase the engagement of all segments of the community
GOAL #7 To continue to maintain the city's infrastructure improvements
GOAL #8 To encourage city wide environmental sustainability efforts
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Attachment G
ROLE AND RESPONSIBILITIES OF
THE CITIZENS
MOST SIGNIFICANT
1) To vote in city elections
2) To provide fiscal support for city services and operations; i.e., to pay their taxes
3) To keep informed on issues that affect the city and to communicate their
concerns to the city's elected officials and staff
4) To be involved in community affairs
5) To be positive contributors to the community
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Attachment G
Continued
ROLE AND RESPONSIBILITIES
OF THE CITY COUNCIL
MOST SIGNIFICANT
1) To provide leadership, direction, and long-range planning for the city
l
2) To determine policy for the city
3) To hire and monitor the performance of the city manager (to manage city
operations)
4) To adopt an annual budget for the city
5) To represent the collective best interests of the city and the citizens of
the city
6) To be Good Will Ambassadors for the city
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Attachment G
(continued)
ROLE AND RESPONSIBILITIES OF
INDIVIDUAL COUNCIL MEMBERS
MOST SIGNIFICANT
1) To represent the citizens and be accessible to them
2) To make leadership and policy decisions for the greater good of the city
3) To be prepared for, and participate in, council meetings
4) To act professionally and listen respectfully to other council members,
staff, and citizens
5) To share information and communicate openly with the city manager and
other council members
6) To be Good Will Ambassadors for the city
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Attachment G
(continued)
ROLE AND RESPONSIBILITIES
OF THE MAYOR
MOST SIGNIFICANT
1) To conduct orderly and effective city council meetings
2) To represent the city at public functions
3) To facilitate discussions on agenda items and help resolve conflict
among council members
4) To make advisory committee and other appointments as appropriate
5) To sign the city's legal documents
6) To also function as a council member
7) To be a Good Will Ambassador for the city
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Attachment G
(continued)
ROLE AND RESPONSIBILITIES OF
THE CITY MANAGER
MOST SIGNIFICANT
1) To prepare and provide information for the council, make policy
recommendations based on the information, and implement adopted
policies
2) To be a liaison between the council and staff
3) To provide leadership and foster a positive work environment for the
city's employees
4) To develop and administer the city's annual budget
5) To represent the city before public bodies and community groups
6) To coordinate with local, state, and federal agencies
7) To hire, appoint, develop, evaluate, and terminate (when necessary) city
employees
8) To be a Good Will Ambassador for the city
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Attachment G
(continued)
ROLE AND RESPONSIBILITIES OF
THE DEPARTMENT HEADS j
MOST SIGNIFICANT
1) To provide leadership and goals for their departments
2) To manage the day-to-day operations of their departments
3) To prepare and administer their department's annual budget
4) To communicate and cooperate with other entities in the city
5) To keep the city manager and their department staff informed
6) To provide training and development opportunities for department employees
7) To recommend 'new hires' to the city manager
8) To coordinate with other local, state, and federal agencies
9) To publicly represent the city policies
10) To be Good Will Ambassadors for the city
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Attachment G
(continued)
ROLE AND RESPONSIBILITIES
OF ALL CITY EMPLOYEES
MOST SIGNIFICANT
1) To have a positive attitude towards their job and when dealing with the public
2) To be team players
3) To be fiscally responsible
4) To be a positive representative and ambassador of the city
5) To have a strong work ethic
6) To be receptive to, and participate in, training and development opportunities
7) To be innovative problem solvers
8) To be in alignment with the city's goals and the implementation of plans to
achieve the goals
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Attachment G
(continued)
ROLE AND RESPONSIBILITIES
OF THE COMMISSIONS
MOST SIGNIFICANT
1) To provide the city council with information, advice, and recommendations
2) To follow the statutes, laws, ordinances, and policies of the city when
making recommendations
3) To meet regularly
4) To receive input from the general public
5) To be respectful of the public and each other
6) To be mindful of and respect the limitations and resources of staff
7) To elect the leadership (of the commission)
8) To be good will ambassadors for the city
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Attachment G
(continued)
ROLE AND RESPONSIBILITIES
OF THE COMMISSION MEMBERS
MOST SIGNIFICANT
1) To regularly attend, be prepared for and participate in commission meetings
2) To be respectful of and acknowledge other members and the staff's ideas and
resources
3) To have open communication with each other and the public
4) To abide by.the laws and legal parameters for the commission members
5) To be prepared for and active in subject matter discussions sharing their ideas
6) To make recommendations for the greater good of the city
7) To partner with the commission's staff liaison
8) To be team players
9) To be good will ambassadors for the city
10) To be good will ambassadors for the city
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Attachment G
(continued)
ROLE AND RESPONSIBILITIES
OF THE COMMISSION CHAIRS
MOST SIGNIFICANT
1) To run good, orderly and effective meetings
2) To keep meetings cordial and respectful
3) To encourage participation from all commission members
4) To begin and end meetings on time
5) To foster accountability among commission members
6) To lead by example
7) To be good will ambassadors for the city
8) To be good will ambassadors for the city
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Attachment H
EXPECTATIONS AND CONTRIBUTIONS
THE COUNCIL'S EXPECTATIONS
OF THE STAFF
1) "To implement council policies"
2) "To respect and follow the city's charter"
3) "To provide information and expertise to the council"
4) "To be professionally competent"
5) "Honesty and integrity in their dealings"
6) "To work collaboratively with each other and with other organizations"
7) "To continually be involved in professional development"
8) "To be good will ambassadors for the city"
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Attachment H
(continued)
EXPECTATIONS AND CONTRIBUTIONS
THE STAFF'S EXPECTATIONS
OF THE COUNCIL
1) "To provide leadership, direction and long-range planning for the city"
2) "To determine policy for the city"
3) "To hire and monitor the performance of the city manager"
4) "To adopt a budget for the city"
5) "To represent the collective best interests of the city and it's citizens"
6) "When possible— direct citizen requests to the appropriate staff resource"
7) "To communicate respectfully with the staff'
8) "To respect the staff for their professional expertise"
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Attachment H
(Continued)
THE COUNCIL'S CONTRIBUTION
TO THE CITY LEADERSHIP TEAM
1) "To set policy and goals for the city"
2) "Respect for and abide by the city charter"
3) "To set the city's budget"
4) "To hire and evaluate the city manager"
5) "To prepare for and participate in meetings"
6) "To be honest and demonstrate integrity in our dealings"
7) "To represent a broad community perspective"
8) "To vote on and make the tough decisions for the city"
9) "To provide constituent services"
10) "To be available and accessible to residents"
11) "To continually improve our own skills through professional development"
33
Attachment H
(Continued)
THE STAFF'S CONTRIBUTIONS TO THE
CITY LEADERSHIP TEAM
1) "To be knowledgeable and provide specialized expertise to the city"
2) "To be professionally competent and well intentioned"
3) "To be cooperative and provide timely responses to requests"
4) "To communicate with each other and the council and be loyal to the city"
5) "Dedicated to the city and a commitment to the city's goals and objectives"
6) "Integrity and honest in our dealings"
7) "High level of performance and passion for our jobs"
8) "Team work and mutual support"
9) "Mutual respect, support, and empathy"
10) "To be fiscally responsible"
11) "To be good will ambassadors for the city"
34
Attachment I
ORGANIZATIONAL CLIMATE QUESTIONNAIRE
For each of the seven organizational climate dimensions described below,
place an "A" above the number that indicates your assessment of the
organization' rent position on that dimension and an "O" below the
number that ind cater your choice of where the organization sh-ou1�d ideally
be on this dimension.
&V X, .r
1. CONFORMITY. The feeling that there are many a tefnally imposed constraints is
the organization; the degree to which members fee t at there are rules, procedureef� » '
policies. and practices to which they have to con o , rather than being able to do•
their work as they see it. '
Conformity is not characteristic 1 2 3 4"- 5 5 4 7 8. 9 10 Conformity is very characterist
of the organization . j of the organization
2. RESPONSIBILITY, Members of the organization are gfvon personal responsibility to
achieve their part of the organization's goals; the degree to which members feel
that they can make decisions and solve problems wit Out checking with superiors each
step of the way.
No responsibility is given in 1 2 3 4 5 6 7 8� 91 10 There is great emphasis on
the organisation personal responsibility in
the organization
3. STANDARDS. The emphasis the organization places n quality performance and out-
standing production including the degree to which mbers feel the organization is
setting challenging goals for itself 4nd comxnlnicatin� these goals to its members. `
Standards are very ow or non- 1 2 3 4 5 6 7 8 94' 10 High challen in standards
existent in the organization are set in the organization
4. REWARDS. The degree to which members feel that t' eI are being recognized and
rewarded for good work rather than being ignored, critliclzdd. or punished when
things go wrong.
,�
Members are ignored. punished, 1 2 3 4 5 , 6 7 $ 96' 10 Members u• recognized and
or criticized rewarded positively
5. ORGANIZATIONAL CLARITY. The feeling among me Ja that things are well-
organized and goals are clearly defined rather tha b#ing disorderly or confused. -�
g � The organization 1s confused, 1 2 3 4 i 6 7 0 - 10 The organization is well- 0i
disorderly, and chaotic organized with clearly
' defined goals
6. WARMTH AND SUPPORT. The feeling of friendlin sa� is a valued norm in the
organization; that members trust ons another and o for support to one another. S_
The feeling that good relationships prevail in the wi k environment. ' ?
There is no warmth and support 1 2 3 4 5 6 7 8 49; 10 Warmth and support are very
in the organization ( characteristic of the
1 organization
7. . LEADERSHIP. The willingness of organization me oz's to accept leadership and
direction from other qualified personnel. As need fpr leadership arise. members
feel free to take leadership roles and are rewarde for successful leadership. '
Leadership is based on expertise. The organizatio ij not dominated by, or dependent
on, one or two persons.
Leadership is not rewarded] 1 2 3 4 5 6 7 8 94 10 Nembers accept and are
members are dominated and rewarded for leadership
dependent or resist leadership 3 5 based on sxpertfae
I ttampts
i
I
Attachment J
THE CITY OF BROOKLYN CENTER
COUNCIL MEMBERS AND DEPARTMENT HEADS
2012 LEADERSHIP— PLANNING —TEAM BUILDING RETREAT
SUMMARY EVALUATION
1) The objectives of the session were:
y 5 4 3 2 1
Clear Vague
2) The organization f the session was:
Y.� 5 3 2 1
Excellent Poor
3) The ideas presen ed were:
5 A 4 3 2 1
Very Not
Interesting Interesting
4) The ability of the resenter to stimulate discussion was:
5 3 2 1
Excellent Poor
5) My attendance a this session was:
5 4 3 2 1
Very Waste
Beneficial of Time
6) Overall, I co sider this session to have been:
� t� 5 4 3 2 1
�... Excellent Poor
36
I
THE CITY OF BROOKLYN CENTER
COUNCIL MEMBERS AND DEPARTMENT HEADS
2012 LEADERSHIP— PLANNING —TEAM BUILDING RETREAT
PARTICIPANT COMMENTS
1) "Thank you"
37